1. Organizational conflict

2. Conflict and Conflict Management
Expression of hostility, negative attitude, antagonism, misunderstanding, aggression, rivalry etc.

3. Role of Conflict
Traditional view
Behavioral View

4. Sources of Conflict Communication Gap
Structure: Conflict tends to increase with size and specialization
Personal Variables
Change
Built-in Conflict Between Individuals and Organization Goals

5. Classification of Conflict
Internalized or intrapersonal (Occurs within an Individual)
Organizational (Occurs in Organizational Setting)

6. Internalized or Interpersonal Conflict
Frustration: Marked by behavior without a goal
Role Conflict: It causes utmost stress, perceptual bias and divergent role expectations
Goal Conflict: It arises where attainment of one goal precludes accomplishing another

7. Organizational Conflict
Institutionalized Conflict
Individual v/s Individual Conflict
Individual v/s Organizational Conflict
Hierarchical Conflict
Functional Conflict
Line-Staff Conflict
Emergent Conflict
Individual v/s Informal Group Conflict
Formal-Informal Conflict
Status Conflict
Political Conflict

8. Approaches to Conflict Management
Dominance
Avoidance
Smoothing
Compromise
Appeal Procedure
Problem Solving
Bargaining

9. ORGANIZATIONAL CULTURE

10. Organizational Culture
The set of shared actions, values, and beliefs that develops within an organization and guides the behaviour of its members.

11. Organizational Culture
Reflects the underlying assumption about the way work is performed, what is acceptable and not acceptable, and what behaviour and actions are encouraged and discouraged. (Atkinson)

12. PRIMARY CHARACTERISTICS
Innovation and risk taking
Attention to detail
Outcome Orientation

13. Contd..
People Orientation
Team orientation
Aggressiveness
Stability

14. Culture Iceberg Visible
Expressed
Unconscious

15. Levels of culture
Artifacts – The most visible level of the culture, like physical space and layout, technological output, written and spoken language, overt behaviour of group members
Values – The normative facet – what “ought” to be (as opposed to what is). Values and beliefs become part of the conceptual process by which groups members justify actions and behaviour
Basic underlying assumptions – shared by members of the organization, that operate unconsciously, in a “taken-for-granted” fashion.

16. Observable Culture Stories
E.g., founding of organization, how boss reacted to a mistake, why someone was fired
Rituals
E.g., how certain occasions are celebrated
Language
E.g., jargon
Cultural symbols
E.g., uniform

17. Dominant Culture, Subcultures
Dominant culture = unifying set of shared actions, values and beliefs across entire organization
Subculture = Mini-cultures within an organization, typically defined by department, designations and geographical separation.

18. STRONG CULTURES
In a strong culture, the organization’s core values are both intensely held and widely shared. It increases behavioural consistency.
A strong culture demonstrates high agreement among members about what the organization stands for. Such thing builds cohesiveness, loyalty and organizational commitment.
Strong culture Formalization

19. National Culture
It’s a basic assumptions that an organization’s culture derive from the larger society (e.g., preference for individualism or collectivism).
According to general findings, national culture has a greater impact on employee’s than does their organization’s culture.
Managers moving from dealing with one national culture to another must be sensitive to different expectations, generally accepted solutions

20. Functions of Organizational Culture
(I) External Adaptation – reaching goals and dealing with outsiders; concerns include the tasks to be accomplished, methods to achieve goals and to cope with success and failure.

21. Functions of Organizational Culture
(II) Internal Integration – the creation of a collective identity and finding ways of working together.

22. Other Functions
It has a boundary defining role; that is, it creates distinction between one organization and others.
It conveys a sense of identity for organization members.
Culture facilitates the generation of commitment to something larger than one’s individual self-interest.
It enhances the stability of the social system. It is social glue that helps to hold organization together by providing appropriate standards for what employees should say and do.
Culture serves as a sense-making and control mechanism that guides and shapes the attitudes and behavior of employees.

23. Culture As A LIABILITY Barrier to change Barrier to Diversity
Barrier to Acquisitions and Mergers

24. How Organization Culture Forms
Philosophy of
Organization’s
founders
Selection
criteria
Top
Management
Socialization
Organization
Culture

25. Sustaining Culture
Selection
Action of Top Management
Socialization

26. Socialization Socialization
The process that helps new employees adapt to the organization’s culture.
The diversity paradox

27. The cultural web

28. CHANGE MANAGEMENT
A structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state.
It is an organizational process aimed at empowering employees to accept and embrace changes in their current business environment.

29. ORGANISATIONAL CHANGE
Forces For
Change
Workforce
Competition
World
Politics
Technology
Social
Trends
Economic
Shocks

30. Planned and Unplanned Organizational Changes
Planned Changes
Changes in products and services
Changes in administrative systems
Changes in organizational size or structure
Introduction of new technologies
Advances in information processing and communication
Unplanned Changes
Changing employee demographics
Performance gaps
Governmental regulations
Economic competition in the global arena

31. What Can Change Agents Change?
Structure
Technology
Physical
Setting
People

32. Resistance to Change Forms of Resistance to Change Overt and immediate
Voicing complaints, engaging in job actions
Implicit and deferred
Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism

33. Resistance to Change Individual Selective Information Processing
Fear of
the Unknown
Force of
Habit
Need for
Security
Economic
Factors
Individual

34. Overcoming Resistance to Change
Education and
Communication
Participation
Negotiation
Facilitation
and Support
Coercion
Manipulation
and Cooptation
Overcoming
Resistance to Change

35. FORCE FIELD ANALYSIS

36. KURT LEWIN’S 3 PHASE MODEL

37. ORGANISATION DEVELOPMENT
Organisation Development is an effort - planned, organisation-wide and managed from the top to increase organisation effectiveness and health through planned interventions in the organisation’s processes using behavioural science interventions.

38. NEED FOR ORGANISATIONAL DEVELOPMENT
To meet your organizational goals
To make your organizational a better place to work
To meet the dynamic business environment need
To remain Competitive

39. ORGANISATIONAL DEVELOPMENT PROCESS
Entry
Contracting
Diagnosis
Feedback
Planning Change
Intervention
Evaluation

40. END OF MODULE 6